CP36 – Analysis, Modeling and Simulation (AM&S) Civilian Career Program Army Civilian Training, Education and Development System (acteds) September 2013 This Page Intentionally Left Blank

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1. The Army’s Mentorship Definition: The voluntary, developmental relationship that exists between a person of greater experience and a person of lesser experience that is characterized by mutual trust and respect.
2. Mentoring is a powerful tool for personal and professional development. Many organizations believe that mentoring improves individual performance, retention, morale, personal/professional development, and career progression. Mentoring offers many opportunities for mentors and mentees to improve their leadership, interpersonal, and technical skills as well as achieve personal and professional objectives.

B. Army Training and Leader Development Panel

1. The Army Training and Leader Development Panel (ATLDP) established a series of recommendations to improve the Army Mentoring Program. The Chief of Staff, Army, approved the ATLDP – Civilian recommendations in May 2003, and the G1 developed a comprehensive program that the ASA (M&RA) approved on 10 November 2004. This mentorship strategy focuses on mentorship beyond the chain of command and aims to expand the pool of available mentors throughout the Army.
2. Central to this strategy is the creation of a mentorship database that will enable all Soldiers, Civilians, spouses, retirees, veterans, and contractors (that have access to AKO) to help facilitate bringing mentors and mentees together in person and/or online. This strategy offers a searchable mentorship profile server to help find one-on-one mentors and over 125 tailored mentorship forums. Click on Self Service, then My Personnel, then scroll to My G-1 Personnel and click on Army Mentorship Program. It can also be accessed at the following web address: http://www.armyg1.army.mil/hr/mentorship/default.asp
3. Each constituent group is still permitted the flexibility to have their own mentorship programs as long as they stay within the ASA (M&RA)'s intent of Voluntary Mentorship with an emphasis on beyond the chain of command. The Army Mentorship Handbook is available at AKO, and is the Army’s overarching guidance on Mentoring for the entire Army family. DA PAM 690-46 (Mentoring for Civilian Members of the Force) is still in effect.

II. Mentoring & Coaching

A. Mentoring

1. Mentoring involves counseling others, through formal or informal methods. A mentor willingly serves as a role model for his/her associate, sharing organization insights and lessons learned. Mentors provide sound advice on career development goals, strategies, and options.
2. Mentoring involves guiding and nurturing the growth of others through various stages of their development. Mentoring is a technique with strategies and practices that can be learned. Generally speaking, a mentor is someone of substantial experience, talent or professional standing who nurtures the career of an associate. Mentoring can be conducted through a formal program or by an informal understanding between a mentor and associate. The best mentors combine technical competence, business acumen, relevant experience, the ability to effectively communicate, and most importantly the ability to listen and provide candid and constructive feedback.

B. Coaching

Coaching involves clearly communicating performance expectations and openly sharing information for the benefit of the organization. Coaches also model and communicate the values, behaviors, and work practices expected of the workforce. Like a mentor, coaches provide constructive feedback. Coaching is normally done in the context of a supervisor-employee relationship, and can be a daily activity.

C. Mentors

Managers or non-managers, either internal or external to a careerist's organization may perform mentoring. CP 36 careerists are encouraged to seek appropriate mentor(s). However, whether or not you have a mentor-associate relationship is entirely up to you. Careerists may choose to have more than one mentor. The need for a mentor should be discussed by you and your supervisor.

D. Mentors’ Functions

A successful mentor will at a minimum:

Assist with recommendations for training and work experience at each career level
Work with you to seek appropriate assignments, training and exposure
Act as an advisor for your career decisions
Provide necessary information about important organizational issues
Meet frequently and regularly to review progress

III. Analysis, Modeling & Simulation Mentoring Program (AMSMP)

A. General

1. Overview. AMSMP is a formal mentoring program with an emphasis on acquiring and developing competencies. The mentoring process requires Mentors and Associates to work together to reach specific goals and to provide each other with feedback to ensure goals are reached. Based on career interests, goals and needs, less experienced careerists (Associates) are matched with more experienced careerists (Mentors). Applications to participate in the AMSMP are submitted in accordance with an annual formal AMSMP announcement. Together, the Mentor and Associate share experiences that can build a successful and enriching partnership.
2. Improvement Plan. The Associate prepares an improvement plan, identifying skill areas needing strengthening. The plan documents competencies and experiences to be gained, specific activities to be pursued and an approximate time for finishing the developmental activities. The plan should be finalized with the Mentor and the Associate's supervisor.
3. Partnership Plan. The Partnership Plan is a crucial part of the mentorship program. Key components include the confidentially of the partnership, duration of the formal partnership, frequency and place of meeting, approximate amount of time to be invested by both partners, specific role of the mentor, careerists goals and the no-fault termination.
4. Program Manager. The program manager for the AMSMP is a staff member assigned to the CP 36 Proponent Office. The Program Manager analyzes, evaluates and develops career management policies and procedures for the implementation, training, publicity and evaluation of MSMP.
5. ACOM/ASCC/DRU Program Sponsor. The program sponsor at each ACOM/ASCC/DRU assists the CP36 Proponent Office Program Manager with implementation and evaluation of the AMSMP.

B. Program Guidelines

1. All CP36 careerists, regardless of their skill levels, are capable of improving their current performance.
2. Professional development and growth should be both continuous and systematic.
3. Developmental efforts or plans should be based on comprehensive assessment of needs and the matching of these needs to specific developmental experiences.
4. Skill development should be consistent with the CP36 Army Civilian Training, Education, and Development System (ACTEDS) Plan.
5. While this program is intended to enhance competitiveness and advancement potential, participation in the program is not a guarantee or a prerequisite for, promotion.

C. Program Objectives

1. To partner a more experienced CP36 careerist (Mentor) with a less experienced CP36 careerist (Associate) in order to improve overall job performance of the Associate, provide the Associate insight into the Army culture and assist the associate in making career decisions.
2. To improve specific job competencies of the CP36 careerists, thereby increasing their productivity and potential for higher jobs.
3. To improve employment and advancement opportunities for all CP36 professionals to become part of the Army leadership.

D. Program Length

1. The maximum time is one year per application. The length of each partnership could vary according to the needs and interests of the Mentor and Associate. Partnerships can be extended beyond one-year, either informally or formally, through submission of a AMSMP application agreed to by both partners.
2. A partnership can be terminated at any time during the year. The "no-fault termination clause"" can be used by either partner at any time, for any reason.

E. Civilian and Military Eligibility Requirements to be a Mentor

1. Be a CP 36 careerist, grade GS-9 through Senior Executive Service (SES). GS-5 through GS-7 may participate on an exception basis.
2. Be a FA 57 officer, in ranks Captain - General Officer.

F. Mentor's Roles and Responsibilities

1. Mentors Roles:

Teacher
Guide
Counselor
Motivator
Sponsor
Coach
Advisor
Referral agent
Role model
Door opener

2. Mentor's Responsibilities:

Serve as an unbiased confidant and advisor.
Discuss with the Associate's the Associate's current status and how it was attained, and suggest steps to take to reach his or her personal and professional goals.
Discuss the available resources within the Department of the Army that could possibility help the Associate reach his or her goal.
Provide objective and positive suggestions, as appropriate, on office demeanor and acceptable work ethics
Provide objective and positive suggestions on how the Associate may improve job proficiency and productivity.
Informally assess the Associate's performance at least once a quarter. (The mentor will not provide input to the associate's annual performance evaluation).

Assist the Associate in finalizing the Improvement Plan
Discuss the Partnership Plan with the Associate
Complete the semiannually MSMP evaluation form

g. Notify the Program Manager or Program Sponsor if:

The Mentor or Associate leaves the organization
Telephone number, room number, grade or name changes
The Mentor is experiencing difficulties with his or her Associate
The Mentor has questions about mentorship program procedures
The partnership ends - no fault termination clause

G. Associate's Roles

1. The roles of the Associate include student and trainee.
2. Associate's responsibilities:

Make initial contact with the Mentor
Identify developmental areas and formulate and Improvement Plan for accomplishing goals
Finalize Improvement Plan with the assistance of the Supervisor and Mentor
During the partnership, continuously work with the Improvement Plan
Discuss the Partnership Plan with the Mentor

3. Notify the program manager and the Mentor if:

The Associate or Mentor leaves the organization
Telephone number, room number, grade or name changes
The Associate is experiencing difficulties with his or her Mentor
The Associate has questions about mentorship program procedures
The partnership ends –through the no fault termination clause
Completes the AMSMP semi-annually evaluation forms
Expend required time and effort to make the partnership work